Devan Moonsamy 

One of the biggest challenges in a business is finding the right person to fit in your team. It becomes a nightmare to recruit and then retain the person in the business based on your requirements when your team is feeling the gap left by a previously prized team member. 

Managers and leaders feel the energy drop when the star employee finds better prospects and heads in that direction leaving a void in the team and fellow colleagues work life. This departure will see a decrease in team morale and spirit. 

Team members work well together when they have established a working bond. They are able to work well together to achieve the company objectives when they are on the same page with what the requirements are and what they need to do. 

Most businesses have now slowly started to open up following the rigid Covid-19 working conditions. Since the start of vaccinations and the management of the virus, businesses have become more confident in terms of getting more staff at the office. 

This now opens the floor to restructuring teams and perhaps replacing team members who might not have survived being in the company during the retrenchment process or laying off process. 

As all eyes are on the management team to produce the dream team the frustration can be when the dream team loses a key member. Replacing that member is both challenging for you and the staff that have to welcome the new member. 

We have all been there. Joining a new work place is not walk in the park when all anyone ever talks about is the old team mate that left. The comparisons and reminiscing of the good old times can add pressure to the new recruit who might take time to come out of their shell. 

Here’s what managers and leaders need to do when hiring a replacement for the team: 

• The key is diversity. Our workplace is the environment in which everyday is a learning journey. Expanding your search for a new recruit to a larger group will assist in harnessing a more inclusive and diverse group of people with a whole new spectrum of information. 

• Avoid all bias during the process. Avoid in house encouragement and social clicks when setting up your teams or employing new recruits. Make a decision on what is best for the team and the organisation. 

• If there is a void in the group due to the absence of a team member try to suss out what is being missed. Is the persons personality, work sense or the fact that this person was the one in the team doing all the work? It is important to identify where your team members are at. If we don’t identify what they miss about the old team member, then the new one might experience challenges when they are supposed to be welcomed. 

• Change is hard. But we must reiterate to staff and clients that people come and go in a business. When someone works for a company, they are representing a company and if they leave, they don’t take their clients with, they stay and must be managed by someone else. 

• Customers seldom leave a business because a person they were happy dealing with has left. What they do feel is the lack of service or even comparison to the new person handling their account. In order to avoid ruining the relationship ensure a proper hand over is done so that anyone managing the customers left behind. 

As all things pass, this void to will. It is essential to remind staff that as much as they play a valuable role to the business, they also have a responsibility in ensuring they leave on a positive note. This means maintaining customer and staff relationships to the end.

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |

Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy

World Mental Health Day was acknowledged on the 10^th of October and it has once again highlighted the plight to address the stigma around mental health issues. It has also brought about the much-needed conversation around personal well-being. Whether it is a family member battling with anxiety or a friend struggling with depression, issues around mental health have started to come up in the conversation. 

However, as much as we have made strides to opening our hearts to comfort and support our beloveds, it should also be the same for our colleagues. Why is it that we are sensitive to the needs of our own but not of those of our fellow staff members? What has prevented the openness and acceptance of people who work with us and battle mental health issues daily? 

The answer is simple, we choose to expect every team member or individual to work with the same vigour and enthusiasm as us or our favourite colleagues. The lack of support in the work place, coupled with deadlines and targets prevent us from allowing people to slow down when they need to. 

The workplace is a rat race. Most people are competing with the next and as a result they tend to shut down any talk of mental health issues. The other reason why the conversation never comes up is because staff members don’t want to be viewed as weak. In many organizations the discussion around mental health or health issues are seen as weak and stagnant. 

This needs to change. Staff can perform optimally and still need to tap out now and then. But as much as we can provoke the discussion to occur, this might not happen. 

Here’s how to improve the situation around mental health subjects in the workplace: 

• Start with the basics, implement an open-door policy. Encourage staff to feel like they can come to you and engage with you on any issues they might be experiencing. Sometimes the mental health issues are not only caused by work. They can be personal and even be the reason why staff might not be progressing or producing results. 

• If it is possible, get an in-house or psychologist that can assist with trauma and other sensitive issues that staff might need help with. In fact having a qualified professional available for staff to talk to could help improve the team members performance. Staff members are losing family members as a result of Covid-19 and as the process of grieving continues having someone in the workplace to speak with can help with improving their mental health state. 

• Do not disregard someone dealing with depression. It could be the workload, toxic work environment or negative attitude from colleagues that could be contributing to the status of someone’s mental health. Work is stressful and meeting deadlines can be exhausting. We can suss out how staff are feeling by having regular touch base sessions with staff. Meetings and motivational gatherings of staff for a bit can improve their quality of work and their attitude at work.
• If we identify that an employee is struggling with their mental health perhaps, they might benefit from working in a group instead of working alone. Make the workplace a space where people can engage and want to be with each other. Not one in which people are working in isolation. When possible, allow for work from home periods. This can also help in cases where people are feeling the burn out at the office and don’t feel motivated to come to work. By having this option available will encourage staff to feel respected and valued at the organisation. This can also improve their mental health status and also motivate them to want to perform better at work.

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |

Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy 

Over the years a key issue that comes up in our conflict management sessions is the lack of respect in the office environment. This, coupled with poor communication and negative attitude rank at the most conflict inducing issues in the office. 

The lack of respect in the workplace opens the possibility of high staff turnover. When people feel they are not respected and valued they choose to leave. This means HR will be dealing with numerous complaints about the lack of respect in the workspace and you would see more and more people wanting to quit their jobs.  

This will not be good for your company’s reputation. If word gets out that the work culture in this establishment lacks respect most employees would be inclined to look for work elsewhere. As a result, you would find that you are losing good people.

But here’s how we start addressing issues of respect. Just as any aspect of the business, respect starts at the top. Leaders and management must display how respect across the organization must be conducted.

Whether it’s the person that holds the door open for you or the person bringing you a file or message from reception, respect is the gateway to gratitude. If you respect someone you will start to feel grateful for their contribution to your business. 

As a leader you should also make it a priority to acknowledge your staffs hard work in public. Praise them in public but give them their criticism privately. It is demotivating and disrespectful to criticise staff members on the floor or infront of others. Instead of lashing out ask the person to meet you in your office and address your concerns respectfully. Avoid vulgar and inappropriate words when dealing with criticism. Remember choosing your words has a major impact on the persons future interest in the office.

Also familiarise yourself with the cliques forming at the office. This can help you keep an eye on any possible office rifts and it will give you a chance to focus on improving the office morale. As much as we can’t prevent the rising of cliques what we can do is hold regularly meetings to initiate and engage with the team on the need for better communication. Encourage inclusiveness in the office and discourage the idea of isolation.  

A great way to eradicate exclusion and bring about better communication and respect would be to have group activities or work. This will allow the staff members to work with each other and gives them a chance to break away front whir usual gang. This brings more respect for each other as when people are away from their regular group they tend to engage better.

Promote openness and transparency. Make staff feel that they can come up to you and discuss when they feel disrespected. Staff members should feel that they are cared for and prioritised. 

Things like complimentary tea and coffee stations are a good idea but having an office environment that allows for dialogue and engagement can do a great deal when addressing the idea of respect. 

Start by knowing your team. Show them you care. Encourage the celebration of special days and acknowledge their moments of grief. At the end of it all people need validation. The age-old statement that respect works both ways is absolutely true but in the work place respect should form part of a core pillar in your code of conduct. Respect for things like cultural, language and religious differences must be upheld at all times.

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |

Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy

As temperatures start to warm up the age-old conflict around keeping the air-conditioning on or off will begin in almost every office. We are no strangers to seeing staff members wrapping themselves in a blanket or even wearing coats and jerseys on a warm day as the temperature in the office is unbearable. 

This not just leaves the office in a literal cold zone but also does little to build the team spirit. Infact it should come as no surprise when office staff choose to isolate and not engage with others who would want to keep the air-conditioning switched on. 

Unfortunately, this kind of conflict can escalate and snowball into a bigger conflict issue in the workplace. It is important that this type of conflict is addressed and a viable solution put in place before staff members start to feel shut out. 

As much as the idea of the office turning into a cold zone is not ideal the office being warm could lead to uncomfortableness. When the air conditioning isn’t switched on people will feel warm and sweat. This will eventually result in body odour and another awkward type of conflict arising. 

The worse is having staff members whisper behind other staff members backs about matters of hygiene. It can also be extremely rude if a bottle of deodorant gets placed on the persons desks. 

This does little to solve the problem and most certainly is not the mature way to handle conflict arising from hygiene in the office. 

So here are a few ways to tackle these types of issues in the office: 

• As a manager you can’t ignore this type of disagreement. You need to intervene and help your team come to an arrangement. Start by engaging with the team. If someone that’s sits directly under the aircon finds it impossible to tolerate the temperatures then ask them if they would prefer to change their seating arrangement. The same can be said for someone who can’t function without the air conditioning being switched on. If this person feels they would like to sit closer to the air conditioning, then this should be accommodated. 

• A set temperature should be established. Do not at any point allow for the temperature to be adjusted. Agree on a temperature that is manageable to all in the office. This way it won’t be freezing cold or uncomfortably warm. 

• Encourage your team to respect their colleagues. Some people just don’t like the aircon. Remember as much as the aircon cools down an office space it is also a lead spreader of germs and dust. Some people hate how the aircon dries out their sinuses and causes them to have a runny nose. It is possible that this could be why they dislike it being switched to a freezing temperature. 

Another concern that usually arises during warmer months is the issue of bodily odour. It is important to address this before people in the office start to hint and make the person feel uncomfortable. 

Here’s how to handle this conversation: 

• This is a sensitive conversation and if not done correctly can have an impact on the employee’s productivity. The conversation around hygiene should be mature and direct. Do not beat around the bush and start the conversation by discussing irrelevant topics. 

• Do not tell the person that a few people have mentioned to you that they have an odour. This makes it sound like they have been the talk of the office. It makes the person more conscious and definitely will do little to address the issue on hand. 

• Sending a broadcast email will miss the mark. The person who may be at the root of the issue might not even be aware that they are the one with the odour issue. 

• Being a manager means being a leader. Show your staff that you are able to address the difficult and awkward topics with sensitivity. 

• Offering someone deodorant or leaving a bottle at their desk is insensitive and unnecessary. The correct steps to follow would be a conversation which should be focused on checking in with someone. Perhaps the person is going through a messy divorce or has been having a tough time dealing with the loss of a loved one. Infact the person might even have a health issue that has resulted in this odour. Whatever the reason, the only way to get clarity is to indulge in a conversation. 

As we approach normalcy at the office let us work on speaking about topics that have usually been swept under the carpet and address conflict as and when it arises before it escalates and jeopardises productivity. 

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |

Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy 

Since the dawn of Covid-19 work culture has been neglected. This mean staff are dealing with negative work attitudes and a work environment that is not what it used to be. 

As much as the build up to Heritage Day brings about celebration of culture in the office, we should not neglect the opportunity to improve our work culture. Having team members adorn cultural attire does little to improve the work culture when we should be using team building exercises to familiarise ourselves with the different cultural groups. This is one of the ways to overcome the age-old barrier of cultural differences. 

However, we should not lose focus of the fact that work culture has suffered since working from home has become the more acceptable method to work amid the pandemic. But as more and more people get vaccinated and countries slowly open up, we can see the hope of normalcy rising. 

But what does this mean for the staff who have not been at the office since the start of the pandemic? Have they forgotten work culture? 

It is possible that as time has passed with the current conditions the usual working relationships have taken a fall. Team work might be on a down low and there is a possibility that the isolation and working from home could have had an impact on staff members understanding the way in which the office still operates. 

So, what should we do to address improvements needed in the work culture? 

• Communication is everything. It is important to communicate effectively with your team in order to achieve results. Leaders need to talk to team members to establish what their concerns are around the work culture. This means going the extra mile to make staff feel safe and comfortable again. We have to understand that for a while now it has not been easy adjusting to this new way of life. Going back to the office under the uncertainty of a pandemic will leave people with anxiety and concern. As a leader step up and engage with your team. Get them to open up about the steps they feel should be taken to improve work culture. This is a great way to get inclusivity in the office. 

• If you have identified gaps that are beyond you to fill, then get help. Ask other managers what are their strategies and implement those. This will also be useful to you when it comes to looking at teams in the office that are successfully achieving the company’s goals. We are not indicating that what works for others might work for you but rather trying to adapt your current strategy to the way other people are doing things might be helpful for you. 

• In an effort to revive the work culture it is important to acknowledge different perspectives and different personalities. We can’t force people to get along but we can do is have an open dialogue that reiterates the need for respect to team members views and perspectives. The last thing you need on the road to recovering work culture is conflict due to different personalities clashing. 

• Team bonding must be encouraged. This means ensuring your team the good team spirit that proved to work over the years. This can be done with social distancing and in line with the Covid-19 regulations. Set the tone of team work and this will automatically get the team on board with building their relationships. 

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |

Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com